It has been long proven and established that leadership and success of an organization are proportional. The phenomenal growth of leader-member exchange (LMX) research aims to study the diverse attributes of individuals in response to different leadership behaviors. In this regards, the author Jean Lee conducted a research linking the triangle relationship of Leadership ' LMX ' Commitment, wherein to date few research in this area have been quantified. Past literature show only the effect of leadership on organizational outcomes with respect to innovation process, project performance, effectiveness and success. However, studies show that the effect of leadership on employees’ organizational commitment plays an important role in ensuring the Return On Investment (ROI) in R&D centers. The chosen backdrop of the study is in Singapore, where a total of 201 businesses focusing on R&D were studied. Singapore was the choice for they recorded a steady growth of 10% among research scientist and engineers every year. As Singapore is one of the advance countries in the South-East-Asian region, the choice is wise and commendable as both the first world and second world countries can benefit from this study.

The paper is broken down into the usual introduction, literature review, methodology, results, discussion and conclusion. While the style of writing is purely academic, the way the paper guides readers to understand the content of the paper through the eyes of laymen would allow for the paper to be well received by interested readers. The paper is well written, clear and is straight to the point with a cleverly written abstract that summarizes the paper well. The paper’s is built around strong and solid research works by many papers from as early as Bass’s multi-leadership theory in 1985 to Rowden’s work on...

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LeaderMemberExchange Theory
Considerable research has shown that leaders can significantly influence individual, group, and organizational performance (Gerstner & Day, 1997; Judge, Piccolo, & Ilies, 2004; Lowe, Kroeck & Sivasubramaniam, 1996). Different leadership theories articulate a number of mechanisms through which leaders have such influences (Northouse, 1997). An alternative approach to understanding leaders’ influence on individual follower or subordinate effectiveness is through the focus on dyadic relationships between leaders and each of their subordinates (Dansereau et al., 1975).
LMX, originally called vertical dyadic linkage (VDL), was developed approximately 30 years ago by Dansereau et al. (1975) as a response to average leadership style (ALS), which assumed that leaders maintain similar relationships with all of their employees. LMX broke away from this conceptualization by highlighting the way leaders differentiate between their subordinates by creating in- groups and out-groups. In-group members have high quality exchanges characterized by “mutual trust, respect, and obligation” (Graen & Uhl-Bien: 227), whereas out-group members have low quality exchanges that have less trust, respect, and obligation.
LMX is a dyadic theory that...

...attempt to reach too far.
• Oversimplification—Too often senior management does not have the time or inclination to understand the details involved in an IT project and are unwilling to trust the judgment of those who do.
• Refusal to make tradeoffs—Only management can make the difficult tradeoff choices that always need to be made. Those who fail to do so typically fall short of the IT goals.
• Presentation style—The culture of many organizations calls for these presentations to be simple, concise, unambiguous, and delivered with great confidence. No one benefits if the project team pretends that the plan being presented is certain to succeed.
Dong, Neufield, & Higgins (2009) state:
Despite the general consensus regarding the critical role of top management in the information systems (ISs) implementation process, the literature has not yet provided a clear and compelling understanding of the top management support (TMS) concept (p.55).
Only when upper management has a firm grasp on the intricacies and detail involved in an IT program can they fully appreciate the flexibility, experience, and resources required to successfully implement and maintain an effective network. Top managers need to adjust their support actions to achieve the desired outcomes (Dong, Neufield, & Higgins 2009). The tendency would be for fewer complications in a flat structured organization as opposed to a more formal, vertical structure.
A group of people are needed...

...lot of practicality behind them. The LeadershipMemberExchange Theory is one of those theories. Human beings tend to form relationships with others. Some relationships are good. Some aren’t. This theory examines the relationship between a leader and his group members and the unique ways these relationships can develop. People who are closer to the leader and usually have more responsibility and higher access to available resources are called the in-group. There is also an out-group that has less influence and put higher levels of constraint on the leader. The relationship starts when you join a team and has three stages. Role-taking is where you are evaluated by team members when you first join. Next phase is role making where a leader and the team member start to create the role and where the leader makes a promise and reaps the benefits from that promise. The final phase is routinization where it is an established pattern of interaction between leader and member. This sounds like most any relationship and only hard work at building one will result in a good relationship. Many things will attribute to a better relationship include human skills like patience, sensitivity, and the ability to see the viewpoint of others. Aggression, sarcasm, and self-centeredness are detrimental to establishing...

...Final Factor Loading for LTX (Leader) 39
6 Summary of Final Factor Loading for LTX (Team) 40
7 Summary of Final Factor Loading for POS 41
8 Summary of Final Factor Loading for OCB 42
9 Summary of Final Factor Loading for Performance 43
10 Summary of Final Factor Loading for Job Satisfaction 44
11 Summary Result of KMO and Barlett’s Sphericity 44
12 Mean, Standard Deviation and Medians for Variables 45
13 Results for Measures of Dependent, Independent Variables 45
LIST OF FIGURES
Figure Page
1 Research Model for LTX and Work Outcomes with POS as Moderating 25
DEFINATION OF TERMS
Leadership
Defined by Hersey and Blanchard (1998) as the activities influencing the process of an individual or a group in efforts towards goal achievement in a given situation.
Leader-MemberExchange (LMX)
In 1993, Dansereau, Cashman and Graen proposed the Vertical Dyad Linkage (VDL) model as the new approach to the study of leadership. The theory has later been renamed to LeaderMemberExchange (LMX) by Graen, Novak and Sommerkamp, 1982). The theory remains the same where it describes how leaders in groups maintain their position through a series of tacit exchange agreements with their members.
Team-MemberExchange (TMX)
As...

...regularity and predictability in dealing with group members. Leadership style is the relatively consistent pattern of behavior that characterizes a leader. The study of leadership 112113style is an extension of understanding leadership behaviors and attitudes. Most classifications of leadership style are based on the dimensions of consideration and initiating structure. Phrases such as “he’s a real command-and-control-type” and “she’s a consensus leader” have become commonplace.
DuBrin, A. (2013). Leadership [VitalSouce bookshelf version]. Retrieved from http://online.vitalsource.com/books/9781133614197/id/ch4lev1sec5
Here we describe the participative leadership style, the autocratic leadership style, the Leadership Grid,™ the entrepreneurial leadership style, gender differences in leadership style, and choosing the best style. Chapter 5 continues the exploration of leadership styles by presenting several contingency leadership theories.
Participative leaders share decision making with group members. Participative leadership encompasses so many behaviors that it can be divided into three subtypes: consultative, consensus, and democratic.
The participative style encompasses the teamwork approach. Predominant behaviors of...

...Both transformational leadership and leader-memberexchangeleadership theories have been an issue of discussion for many scholars. The majority of authors agree that transformational leaders ‘have qualitatively different and quantitatively greater effects on their followers than the effects of exchangeleaders’ (Gupta & Krishnan 2004, p.7). This essay builds on the existing literature about these two theories and will try to draw a parallel between LMX and transformational leadership, i.e. it will reveal the different and similar qualities of supervisor-subordinate relationships. Specifically, the essay focuses on the mechanism that each style of leadership uses in developing these relationships. That will actually help to find out some differences and similarities. This paper initially revisits the main aspects of transformational leadership and LMX leadership theories and then discusses them in relation to their capacity to develop differing qualities of supervisor-subordinate relationships.
In ‘Leader-MemberExchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation...

...LEADERMEMBEREXCHANGE THEORY (LME)
Leader-memberExchange (LME) flows from literature on transformational leadership, extant in the 1970s. A number of fundamental concepts are quite old, such as rewards for supporting leadership being as old as political philosophies from Classical Greek days. The formalization of LME stems from the term "Vertical Dyad Linkage (VDL), a concept developed by Dansereau, Graen, and Haga in 1975, with their paper, "A Vertical Dyad approach to leadership within formal organizations".
Leadership is one of the primary areas of study, research, and practice in organizational behavior. Leaders often develop relationships with each member of the group that they lead, and Leader-MemberExchange Theory explains how those relationships with various members can develop in unique ways.
The leader-memberexchange theory of leadership focuses on the two-way relationship between supervisors and subordinates. These are not the only 2. Also known as LME, LMET or Vertical Dyad Linkage Theory, leader-memberexchange focuses on increasing organizational success by creating positive relations between the leader and subordinate....

...Leaders and Leadership
An Analysis of Kevin Rollins and his Leadership Style
MBA 517 –T
Outcomes
This paper will discuss some elements on what makes an effective leader and how their leadership style can transform a company. This paper will specifically discuss theleadership style of Kevin Rollins, who was the chief executive officer of the computer giant, Dell from 2004-2007 (BBC 2007). In 2004, Mr. Rollins took over the CEO position from the company’s founder, Michael Dell. This transition allowed Mr. Rollins to take over the day-to-day business operations, take on new responsibilities, and develop the opportunity to grow as a leader. Mr. Rollins utilizes transformational leadership and focuses on his own continuous improvement, direct communication with his subordinates, and taking responsibility for his actions as CEO.
Elements of Leadership
From the case, we analyzed Kevin Rollins Leadership style and gathered that he has five distinct elements. First, he is a formal leader. As CEO, he is given the authority to allocate the company’s resources the way he feels will make the company more productive and profitable. He was given this power when he...